I train Finance Teams at Soft Skills | Corporate Training Facilitator | Course Instructor | Keynote Speaker

You can build the best reports…
and still struggle to make people care.

(I know because I used to do that, even as FP&A Manager)

I could spend weeks preparing the reports and the deck
only to see eyes glaze over when I presented them.

My “storytelling” looked like this:
- 40 slides
- 200 KPIs
- 0 engagement

Then… silence
No decisions. No alignment. No impact.

The reality check hit me when the CFO told me
"Soufyan, bring me the story. People I will present to need more than tables and graphs"

And he was right: If leaders don’t understand the story,
they can’t act on it, no matter how accurate the numbers are.

That moment changed everything.

I stopped trying to impress, and started trying to connect.

→ I simplified the narrative
→ I turned variance bridges into business stories
→ I built frameworks to help others do the same

A few years later, I was training entire finance pros.
Then entire teams.
Then CFOs started calling.

Today, I run The Finance Circle,
where I help FP&A teams, controllers, and CFOs
turn reports into stories that drive decisions.

Here’s how it works:

• The Finance Stage  for teams
• Financial Storytelling Program — our flagship training for professionals
• Coaching programs — for CFOs and Leaders
• Workshops on AI, Copilot & Storytelling

I’ve trained teams at Holcim, Deloitte, Bauer Media, Ansell, and Proximus.
Different industries, same goal: make Finance heard.

Because the best insight in the world means nothing
if no one remembers it after the meeting.

Ready to make your next presentation land?
Send me a message — let’s make your story stick.

Soufyan Hamid

There are dozens of storytelling frameworks

But only some of them really work in Finance

And it's because we are not on a TEDx stage

The goal is to bring decisions to the table

And in a decision room, leaving things open-ended is a risk

That’s why I put a score on each framework in this visual

Not to rank storytelling theory

But to reflect what actually works when you sit with a CFO, an ExCo, or a board who expects direction by the end of the meeting

Over the years, I’ve used all of these.
Golden Circle ⭐⭐⭐
Driver-based storytelling ⭐⭐⭐⭐
Scenario planning ⭐⭐⭐
Bridge frameworks ⭐⭐⭐
Even Monroe (in very specific moments) ⭐⭐

They all have value
They all have limits
And they don’t perform the same in our context

In finance, the question is rarely “Is this a nice story?”
It’s “What decision does this lead to?”

That’s why some frameworks do a better job
Why some bring a real outcom
Why some help leadership move

Like the SCQA ⭐⭐⭐⭐⭐

And yes, this is the clear winner in my heart

The one that consistently survives board pressure, time constraints, and executive impatience

But I’m curious

What frameworks have you actually used in real finance meetings?
And which one helped you land a decision when it really mattered?

I’m genuinely interested in your winner

Insight Communication for Modern Finance Teams (Storytelling Done The Right Way) | EMBA Lecturer | Keynote Speaker

BEST OF 2025 - Everyone talks about what great finance partners should do

Few talk about what holds them back

And that’s a problem because bad habits don’t always look bad at first

Some of them come from the right intentions.
- Trying to be precise.
- Trying to protect the company.
- Trying to be helpful.

But over time, these habits break trust and distance you from the business

Here are 10 behaviours I’ve seen hold back even the smartest finance teams (and what to do instead)

Being a Gatekeeper Instead of a Partner
 ❌ Saying “no” before understanding the ask
 ✅ Start with the “why” and co-build better options

Speaking in Jargon
 ❌ Flooding the room with ratios and accounting terms
 ✅ Translate numbers into commercial impact

Challenging Without Listening
 ❌ Correcting mid-sentence without full context
 ✅ Listen like a coach, not a cop

Owning the Budget Like It’s Yours
 ❌ Acting like business teams are spending your money
 ✅ Guide the process — don’t police it

Reporting for the Sake of Reporting
 ❌ Sending dashboards with no direction
 ✅ Highlight what matters and what happens next

Showing Up Only at Month-End
 ❌ Being visible only when reviews are due
 ✅ Be present where decisions are made

Trying to Look Smart Instead of Being Helpful
 ❌ Correcting decimals and IFRS details in meetings
 ✅ Help people think better — that’s what earns trust

Micromanaging Forecasts
 ❌ Rewriting inputs instead of coaching logic
 ✅ Let the business own it — just challenge thinking

Escalating Before Engaging
 ❌ Jumping straight to top management
 ✅ Start local, escalate with context — not blame

Being Reactive, Not Strategic
 ❌ Always in fix-it mode
 ✅ Bring your own agenda and help shape the long game

Business partnering is the outcome of how you show up, day after day
One habit earns trust, another erodes it
And over time, the difference is massive.

If you’re leading a finance team, start here: clear out the behaviours that block your team from being invited to the real conversations.

That’s where the work begins

It’s to stop doing the wrong things

Which of these habits do you still see around you?

BEST OF 2025 - There’s no rush to become a CFO

But there’s also no excuse to stay stuck in the same role for 10 years

Finance careers are built step by step

Not by job titles, but by the way you show up at each stage

Here’s what I’ve learned after working across audit, consulting, and FP&A:

🔹 In your early career, curiosity beats perfection
↳ Ask why. Shadow meetings 
↳ Say yes to messy projects
↳ You’re there to absorb

🔹 In mid-career, impact beats perfect
↳ You’ve mastered the model, now use it to be useful
↳ Speak the language of the business
↳ Be the partner they remember

🔹 In leadership, clarity beats control
↳ Your job won't be execution anymore
↳ You have to make sure your team knows where they’re going
↳ The why becomes your North Star

🔹 And as an executive, legacy beats performance
↳ Step back just enough to let others step up.
↳ Use your experience where it counts — in guidance, not control.
↳ Make space for what matters most: people, decisions, and legacy.

Keep asking better questions.
Keep stepping into the next level.
Keep building what outlasts you.

But more importantly today, ask yourself:
What stage am I in?
And how am I making the most of it?

—

♻️ Save or share if someone on your team needs to read this today
📌 Follow me for more content like this

How to Make the Most of Every Step in Your Finance Career

FP&A is not a destination

It’s a progression

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I just notice it's barely readable so download the high definition PDF on https://lnkd.in/eEyZfzZE
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Reporting
Analysis
Forecasting
Consulting

Each layer builds on the one below it

You don’t become a “strategic business partner” by declaration

You grow into it

- 𝗥𝗲𝗽𝗼𝗿𝘁𝗶𝗻𝗴 earns trust
- 𝗔𝗻𝗮𝗹𝘆𝘀𝗶𝘀 creates understanding.
- 𝗙𝗼𝗿𝗲𝗰𝗮𝘀𝘁𝗶𝗻𝗴 shifts the conversation forward.

Only then does 𝗰𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴 make sense

Helping leaders think through options
Knowing the risks and opportunities
Make decisions with confidence

That’s also how I approach teaching finance to non-finance leaders

I don’t start at the top of the pyramid

I start where collaboration is natural

Some connect through KPIs
Some through performance drivers
Some through scenarios

And that’s fine

There’s no rush to master everything from day 1

Learn the first layer
Then the second
Then the third

Over time, you arrive at what real finance business partnering actually is:

Being useful when decisions are on the table

BEST OF 2025 - There’s pressure in every team

But in FP&A, it has a particular flavour

It’s the pressure of being the last to know,
but expected to be the first to answer.

It’s the pressure of helping others stay on track
even when their priorities change daily

After almost 20 years in the role, I’ve stopped trying to eliminate pressure

Instead, I’ve learned to navigate it without burning out

Here are 5 habits I come back to, especially during chaotic weeks:

1️⃣Start from what already exists
There’s often a past report, a good comment, a forgotten query
Reusing and reframing is 70% of the job

2️⃣Offer 80% solutions when time is tight
You know the Pareto rule, right? It also applies to our work
People will prefer imperfect instead of nothing
 “Here’s what I can show today” keeps things moving

3️⃣Step back when everything feels urgent
Most deadlines aren’t emergencies
Let's put our work back in perspective
We're not ER surgeons

4️⃣Clarify the real end goal
You often get simple requests of data or report
But if you don't know what the end goal is, you risk having five rounds of rework

5️⃣Learn one thing after every storm
If pressure doesn’t make us smarter, it just repeats
Each cycle is a chance to prep better, say no sooner, or automate next time

I didn’t learn this in a course

I learned it on Thursday nights when the board was the day after

Or during QBRs when the numbers were there but didn't make sense 

If any of these help you next week, I’m glad I wrote them down

What’s the habit that’s helped you most under pressure?

BEST OF 2025 - From Senior FP&A to FP&A Leader

There’s no badge for it

No formal promotion moment

But there’s a shift. And once it starts, you can’t go back

You don’t need to work harder but to work differently

Here are 10 mindset shifts to step up into leadership:

1/ You stop waiting for questions
 ↳ You shape the discussion before it even starts
 ↳ Insight isn’t the goal as such, framing the question is

2/ You stop building for complexity
 ↳ Models support clarity and speed
 ↳ The kind of models that non-trained people could fill

3/ You stop focusing on variance explanations
 ↳ You focus on how the variance changes the next decision
 ↳ That’s what they care about

4/ You stop aiming for templated slides
 ↳ You aim for impactful slides
 ↳ The story matters more than the design

5/ You stop reacting when called
 ↳ You show up early, with options and trade-offs
 ↳ You help shape the path

6/ You stop being judged by your output
 ↳ You’re judged by how empowered your team is when you’re not in the room

7/ You stop reviewing reports to prepare
 ↳ You prep by talking to people
 ↳ Context beats control

8/ You stop being the Excel hotline
 ↳ You’re the person they come to challenge their assumptions

9/ You stop reacting to the calendar
 ↳ You show up with scenarios and trade-offs before they’re needed

10/ You don't sit only with finance
 ↳ You earn your seat where decisions are made

You don’t need a new job title to lead.

You just need to operate like someone whose voice drives direction.

Start before you're invited.

That’s how you get the seat.

Too many meetings are killing finance teams

But the answer isn’t “have fewer meetings”

It’s having the 𝗿𝗶𝗴𝗵𝘁 𝗼𝗻𝗲𝘀, at the right altitude

Most finance leaders have a 𝗰𝗮𝗱𝗲𝗻𝗰𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺

Everything feels urgent
Every topic ends up everywhere
And by month-end, people are exhausted… but still unclear

I’ve seen this in FP&A teams, group finance functions, and ExCo rooms

Everyone is busy
Very little actually moves

What changed things for me wasn’t another productivity hack
It was a 𝗰𝗹𝗲𝗮𝗿 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 𝗿𝗵𝘆𝘁𝗵𝗺

Here’s the 4-meeting cadence I keep coming back to ↴

A structure that creates alignment without drowning teams in calls.

1️⃣ Daily Team Alignment (5 minutes)
↳ A fast pulse check
↳ Priorities, workload, risks
↳ No metrics review

2️⃣ Weekly Performance Tactical (45–90 minutes)
↳ Review performance signals with the business
↳ Translate KPIs into drivers and action
↳ Leave with decisions

3️⃣ Monthly Strategic Review (2–3 hours)
↳ Zoom out
↳ Connect trends, forecasts, risks, scenarios
↳ Focus on 1–3 topics that actually move the business

4️⃣ Quarterly Business Offsite (1–2 days)
↳ Step back from the noise
↳ Pressure-test strategy and assumptions
↳ Reset priorities and direction together

When this cadence is run properly, you feel it immediately:

– Fewer last-minute surprises
– Clearer ownership
– Faster decisions
– Better conversations with leadership

Meetings stop feeling like reporting rituals
They start becoming decision moments

This is one of the simplest systems I’ve seen work, again and again, in finance leadership teams

Because it creates space for insight, focus, and direction

If you’re a CFO or FP&A leader, I’d be curious:
Which one of these meetings is currently missing, or doing the wrong job, in your organization?

BEST OF 2025 - Some people think the title is enough
“CFO”
“VP”
“Director”

But leadership isn’t pinned to your blazer

It’s what shows up in every decision you make

Empathy
Fairness
Accountability
Communication
Respect

And the courage to choose integrity when it’s hard

Because titles don’t lead

You do
Activate to view larger image,

Every FP&A problem has a root cause

And most CFOs only see it when it’s already expensive

Here are 8 signs to watch out for

After 4 years at The Finance Circle, I’ve worked with enough FP&A teams to know this pattern by heart:

99,99% of the people have all the skills to do the job

But the small signals that feel manageable… are actually the ones derailing the team

The CFO delegates more operational responsibility to FP&A: 
- The forecasting direction
- More analysis led
- More interaction with the business

Generally, we call that "progress"

In practice, something else often happens

As FP&A becomes more autonomous, it naturally starts carrying the narrative day to day

Decisions need context and questions need answers

So FP&A fills the space of being the "delegated right-hand" of the CFO

Over time, the story of performance settles inside the team

And it becomes the default reference in conversations with the business

The CFO is still accountable but no longer the daily point of gravity

While alignement CFO-FP&A should always keep going

And that’s usually when the distance starts

Here are 8 signs your FP&A team may already be struggling:

1️⃣ Conflicting numbers
Different reports tell different stories
And suddenly, no one knows which number to defend

2️⃣ Endless reforecasting
Forecasts keep changing, but no one can clearly explain why
Ownership fades. Confidence follows

3️⃣ Unclear business ownership
FP&A produces analysis, but it’s unclear who owns the metric or the decision
So insights float. Nothing lands

4️⃣ Over-engineered models
Models become impressive artifacts instead of decision tools
Few understand the and even fewer trust them

5️⃣ Misaligned KPIs
Metrics look clean, but don’t reflect how the business actually creates value
This is often when people start to ignore reports

6️⃣ Low stakeholder trust
Business partners challenge every insight or quietly bypass finance
Why would they?

7️⃣ Reactive, not strategic
Most energy goes into explaining the past
Very little shapes what happens next

8️⃣ Executive escalation
Issues surface at ExCo before FP&A raises the flag
And finance ends up explaining surprises instead of preventing them

The good news is that every one of these signals is fixable when you spot them early

But only if you’re willing to look beyond outputs…
and address how FP&A actually works, decides, and communicates

I’ve captured concrete ways to tackle each of these points

If you’re leading an FP&A team today, take a look: 

I'm sure you’ll recognize more than one

Which of these signs have you seen most often?

♻️ Repost if this helps another CFO spot the warning signs before they turn into nightmares

BEST OF 2025 - I’ll admit it
Early in my career, I was a bit of a snob
I thought storytelling was FP&A’s secret edge

Our unique value

Later, I realised every finance role is already telling stories...
...just in very different ways:
- Accounting tells the story of rules being followed
- Tax tells the story of efficiency
- Treasury tells the story of resilience
- FP&A tells the story of choices

Trouble starts when we use the same approach everywhere

That’s when we lose people

Because what works in the ExCo won’t reassure regulators
And what convinces auditors won’t inspire executives

Storytelling in Finance must not only adapt to the audience

It must also adapt to its message
 
So ask yourself:
- What does this audience care about?
- What language will they trust?
- How do they make decisions?

This framework helps you find the right angle

Good finance professionals master the numbers
Great ones know numbers only matter when they become useful.

BEST OF 2025 - We like to say we “wear many hats”

But in reality, most of us try to wear all of them

Forecasting. Reporting. Strategy. Tools. Leadership.

And we do it with pride...
...until the weight becomes too much

I wish more people in Finance (and beyond) understood that:

You cannot be exceptional at everything

And the moment you try, everything starts to decline

The higher you grow, the less your role is to do it all

Your real job becomes something very different:
- Finding the best in each area
- Creating the space for them to excel
- And becoming the engine that connects all of them into one direction

You have to accept you can't master every hat

You'll have to hand over some and empower the people who wear them better than you ever could

I know it's frustrating for action people like us

But no one should have to do it all

Especially not you

BEST OF 2025 - I’ve worked with great finance teams

On paper, they had everything right

Good reports and great forecasts

They always delivered on time

But still, they were out of the loop when strategy was being discussed (any similarity to actual persons, living or dead, is purely coincidental)

Why?

Because being good at their jobs has never been enough (even though we try to make you believe this is a new trend)

You need to be part of the conversation that happens before and after the report arrives in your stakeholders' hands

Here are 8 things I’ve consistently seen great finance teams do:

1️⃣ They prepare the meeting before the slides
 → They align on the message, test key takeaways, and pre-sell the story. The slides come last.

2️⃣ They always ask what the analysis is for
 → You think having a hypothesis is a bias? Maybe, but people have biases and you're there to confirm or infirm them.

3️⃣ They explain performance through business events
 → Not just % variances or COGS breakdowns. Real understanding of what happened on the ground.

4️⃣ They prepare more than one way forward
 → They bring options. Forecasts are more than predictions — they’re scenarios with ownership.

5️⃣ They step in before the month-end
 → They don’t wait for closing. They test early signals mid-month to support real-time trade-offs (go to (bi-)weekly meetings with your BU).

6️⃣ They make complex topics easy to act on
 → Not oversimplified but usable by people who know more about the business than you do.

7️⃣ They create working relationships
 → It goes further than business acumen. We work with humans, and people work with humans they appreciate.

8️⃣ They follow insights through to action
 → Your job isn’t done when it’s presented. They stay in the loop until it happens.

These aren’t soft skills

They’re operational differentiators

And over time, they’re what turn a support function into a strategic one

Which of these 8 do you already practice?

And which one will your team focus on next?

ONE big difference between Controlling and FP&A

Business 𝗔𝗰𝘂𝗺𝗲𝗻 translated into Business 𝗔𝗰𝘁𝗶𝗼𝗻𝘀

But for that, you need to value by a chain

A chain you build step by step:

It's tempting to “upgrade FP&A” by starting at the top but most of the time, you face the sitution where nothing changes

Because FP&A isn’t grounded in business understanding but if you want it to create a repercussion in the business, you can't simply show them the problems

You must first translate into values that people understand

And then translate into a narrative (because, no, people won't move unless they feel concerned)

Here’s the sequence that actually works, without shortcuts

𝟭) 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴

Before you model anything, you earn the right to model it

You know the revenue engine, the cost structure, the commercial mechanics, the operational constraints

𝟮) 𝗩𝗮𝗹𝘂𝗲 𝘁𝗿𝗮𝗻𝘀𝗹𝗮𝘁𝗶𝗼𝗻

You translate finance into business levers

That means that every $/€ movement will lead to a change in drivers...
...and vice-versa

𝟯) 𝗦𝘁𝗼𝗿𝘆𝘁𝗲𝗹𝗹𝗶𝗻𝗴 𝗮𝗻𝗱 𝗶𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲

Now you shape how leaders interpret performance

Your message framing makes the decision easier for leaders

(Small tip: think of the 3 What)

𝟰) 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗲𝗻𝗮𝗯𝗹𝗲𝗺𝗲𝗻𝘁

This is where FP&A becomes real

If decisions are made, you don't let them die in the meeting.

You make sure they are in the rolling forecasts
You follow up on the action points with the people accountable
You make it a routine

Each layer builds on the previous one

If you jump straight to forecasting routines without business acumen, you get prettier templates and the same misunderstandings
If you jump straight to storytelling without value translation, you get great slides and zero action
If you jump straight to execution without influence, you get meetings that feel busy and outcomes that feel random

If you want FP&A to be valuable, treat it like a craft with a progression

Start at the bottom

Where does your team spend most of its time today: business understanding, value translation, influence, or execution?

Only 17%* of FP&A teams describe their data as “best-in-class”

That means 83% are still somewhere short of where they need to be

And I’ve seen why
• Too much time lost in reconciliations and manual reporting
• Insights landing too late to influence a decision
• CFOs still chasing reports instead of shaping the conversation

That’s when finance teams stall: hard work replaces smart work and the space for strategy disappears

The truth is: moving from firefighting to impact isn’t one big leap

It’s done step by step

You start with standardization
-> One clear way of working, no more chaos

Then you add automation
-> Cut out the repetitive work

Next comes measurement
-> Focus on the right KPIs and make them visible.

Then, layer in continuous improvement
-> Small weekly fixes that compound into resilience

Only then are you ready for innovation
-> Shaping finance

That’s the journey I’ve seen across my career (and still this week at a CFO event organised by KPMG)

It’s not glamorous (no hero story here)

But it works because at each step, you build on strong grounds

So here it is: 5 Levels of FP&A Maturity (from firefighting to strategic impact)

Share it with CFO. 
Save this for when teams lose motivation.
Use it to make your finance team future proof.

* 2025 FP&A Trends Survey

👉 If you want to go deeper, here are three ways I can help you:

📘 I put together a free Financial Storytelling Starter Pack — you can grab it here: https://lnkd.in/eadSXhKp

🤝 And if you want to explore solutions for your team, you can plan a call with me here: https://lnkd.in/eKTff5s2

BEST OF 2025 - Love him or hate him, Steve Jobs had an edge in presentations

So let’s learn what we can from him and apply it to finance:

But before doing it, it's important to know that I am not asking anyone to become a TED talker or an inspirational leader

Our business updates have a different goal: help leaders grasp what changed, why it matters, and what we do next

So here is how I translate six of his core presentation rules to FP&A work:

1️⃣ Clarity beats complexity

Ask yourself: can a non-finance leader grasp my point in 10 seconds? If not, strip the slide to the essentials and name the decision it supports.

2️⃣ Numbers inform but stories transform

Turn “Q3 margin down by 8%” into a short storyline: pricing lag, mix shift, energy spike, and the fix we control next quarter. 

Use the 3 What: what happened, why it matters, what we do next.

3️⃣ Your voice is the real slide

Slides do not drive change. People do. Rehearse tone and pacing so your presentation leads to engagement....and discussions

4️⃣ Less text -> More impact

One idea per slide. One message per chart. If they read more than they listen, you have already lost them.

5️⃣ Rehearse like a partner

Your goal by rehearsing won't be to know everything by heart. 
Instead, know your structure, detect when something goes wrong, anticipate the CEO’s first question. 
But more importantly, refine transitions, so you won't have to say "on the next slide, ...

6️⃣ Command the room, even virtually

Own the narrative with purposeful pauses, direct headlines, and clear next steps.

A simple checklist I use with teams:
• Headline first, chart second
• One decision per slide
• Driver table before variance waterfall
• “What we’ll change” on the final page
• Rehearse answers to the five hardest questions you expect

Yes, I know, many of his craft weren't directly applicable to Finance

But the outcomes are transferable and learnable, and they work in finance

Let’s make our updates shorter, sharper, and more useful to the business

Steve Jobs 6 Rules of Presentation

I don't know if you know but I have a 𝗬𝗼𝘂𝘁𝘂𝗯𝗲 𝗰𝗵𝗮𝗻𝗻𝗲𝗹

It's not big yet but you'll learn a lot

Like the following

****
Before jumping to each video individually, make sure to subscribe to my page so you don't miss any video

https://lnkd.in/eDkW4xxC

****

1️⃣ Create the perfect PowerPoint slides

No matter what people say, 𝗣𝗼𝘄𝗲𝗿𝗣𝗼𝗶𝗻𝘁 is still the go-to resource if you want to share your findings in a presentation.

But most of them are BAD and that must stop. 

So in this video, I give all the best practices so your slides are clean, engaging and to the point

https://lnkd.in/eVPZdmKN

2️⃣ The ONLY 7 Charts You Need as a Finance Pro

There are hundreds of charts available 

But you only need 7 in Finance

Line, Bar, Pie (yes) or 𝘄𝗮𝘁𝗲𝗿𝗳𝗮𝗹𝗹 𝗰𝗵𝗮𝗿𝘁. Discover them with tips to make them crispy

https://lnkd.in/exbZmRXM

3️⃣ How to Write TOP Executive Summaries

You know beforehand that nobody is going to read the 30 slides you send as a pre-read

But what they would read is an 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗦𝘂𝗺𝗺𝗮𝗿𝘆

Learn what to include, how to structure it and save everybody some time

https://lnkd.in/eDcErvqF

4️⃣ How Great CFOs adapt to their audience

The best CFOs will treat differently the different meetings they attend

ExCo, Board, All-hands,....

They require a different strategy and I'm going to show you how

https://lnkd.in/eCpFtVbb

5️⃣ Will Avatars Change How CFOs Present The Results?

Every quarter, CFOs present the results to the rest of the company

But despite its importance, it's an exercise that's not so easy

Languages, time zones, cultural differences...

Why don't we test what an AI avatar can do? (and the problems that can come with it)

https://lnkd.in/evxc9eZv

6️⃣ Speak Finance That Connects (with Non-Finance)

It's not a secret: jargon is one of the main reasons why finance is so misunderstood

But it's not a fatality! We can make it understandable, engaging and even interesting

Let's learn to do that

https://lnkd.in/e5vAwy5D

-------------------------

Like I said, there are not a lot of videos today

But in 2026, I'm taking the challenge to produce at least 30 videos

So, if you value what I share with you, subscribe 😉

You won't be disappointed

Good Accounting + Good FP&A = Smooth Year-End Closing

Nothing revolutionary

But I’ve seen what happens when one of the two is missing

👎 As FP&A, closing the books myself because accounting was stuck in operational tasks
👍 As FP&A, walking into the closing meeting with one or two questions. And moving on.

Everything starts with accounting

When it’s shaky, FP&A spends the closing fixing numbers instead of using them

So if you’re a CFO, the priority is simple
Have a solid accounting setup

From what I’ve seen, the problem was rarely skills
Most teams knew their job

The issue was 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽
- Where accounting stops
- Where FP&A starts

Once that line is clear, the closing changes
- Numbers come with limited rework
- Analysis starts earlier
- Conversations move faster

You can optimise a closing in many ways

This one already does 75% of the job.

If you’ve seen other levers that really improved the closing process,
I’m curious to hear them 👇

2026 has already started and yet...
...I still look at 2025 to celebrate
- delivering 52 in-person workshops
- organising or simply giving 15 online trainings
- being invited to speak at 5 conferences
- travelling in 12 different countries for work

Those are numbers, but they mean much more

Year after year, this crazy bet I made to myself still makes sense

I wasn't tired of working in FP&A

But I felt that what I created was worth sharing

Sometimes, I doubt
- should I surf on the AI trend and talk about it?
- should I widen the horizon and be more general
- should I simply give up and work again in FP&A

But when the end of year arrives and that I see that I can fill my fridge with my passion

AND moreover that people are satisfied

I can't help but feel happy

Inmensely happy

There will be plenty of time to think about my objectives for 2026

But for now, just thinking that 2025 (like 2024 and 2023) has been good to me gives me good reasons to think 2026 will be great

And there is one thing I hope

It's that 2026 will be good to you too

Thank you for everything

Maybe you're already a great storyteller. Maybe not.

There are signs that indicate you're on the way

Not the kind HR puts in a framework
The kind you notice in meetings

You start with what changed in the business
You don’t use the same slide for the ExCo vs others
You show where things are going
You end your analysis with a choice to make.
You simplify until no one asks you to repeat yourself
You answer the question behind the question
You translate finance into a "common" language

None of this is directly linked to "storytelling" skills

If you think well, they just make someone decide faster

That’s the real difference between "inspiring" storytelling and "efficient" storytelling

And once you got that
your role changes

So does how people listen to you?

BEST OF 2025 - There are 100 charts available 📈

You only need 7 (pie charts are one of them) 

But I do not only name them

Find out which charts to use and understand 
- their goals
- the type of data you need to use
- the pros and cons of their usage
- the key considerations
- when to use (and when not)
- the best practices
- the main use cases

So before jumping on your Excel file to build them, here's some that you want to know

1. Bar/Column Charts: Although many purists would disapprove, for a limited time (like 12 months), they can represent time value. Combined with a line, they're super powerful to explain to show Actuals vs Budget

2. Line Charts: when you show a flow (over a year for example), they're particularly good to show trends. Another good point: you can put multiple lines on the same chart and still be readable.

3. Pie Charts: the little ugly duck of the charts. No one likes them (except me) despite their ease of use and global understanding. They're not good for everything, but they are, they are.

4. Scatter Plot: Not to use in a final presentation but rather as a backup or in a working session. From it, deduce the conclusions and tell them (otherwise, you'll lose everyone)

5. Speedometer Chart (or any indication actually): When you want to show a performance vs a comparative (budget, last year,...), they do the job. Today, cards are more often used.

6. Bullet Charts: if you have a target to reach (especially if the targets are different for each bar), bullet charts can be very efficient.

7. Waterfall: will I have to convince you again how much I love them. The only chart that could possibly tell a story on its own. Of course, make sure the categories are self-speaking enough and run away from the simple accounting categories.

Convinced this is helpful but don't have time now?
Save it 💾

7 Charts You Need in Finance

Anders Liu-Lindberg

Business Partnering Institute (BPI)

As the author of Communicating Financials to Executives, I empower finance professionals to bridge the gap between financial reporting and executive decision-making.

The book offers a structured, practical guide for CFOs, FP&A teams, and finance business partners to communicate financials with clarity, context, and impact. It’s not about dumbing down the numbers; it’s about elevating the conversation so that financial insights drive real business decisions.

Core Concepts Covered:

- A 5-step framework for turning raw data into executive-ready insights, messages, and actions.

- Audience-first communication that speaks the language of decision-makers.

- Framing financials in a business context, highlighting risks, opportunities, and trade-offs.

- Structuring and simplifying complex information without losing substance.

- Using visuals and storytelling to make data engaging and memorable.

- Crafting impactful reports and presentations that inform, influence, and accelerate decisions.

Whether you're preparing a board pack, presenting monthly results, or enabling strategic planning, this book helps you become a trusted advisor, not just a reporter of numbers.

Author of Communicating Financials to Executives

Imagine you've stumbled upon a complex problem. It's a problem that's affecting millions of people across the world. At the time, no one has been successful in solving the problem, and as time passes more and more people's careers are being impacted. That's how I feel about business partnering.

All finance and accounting professionals face a choice. Evolve or be automated. Business partnering is one of those evolutionary paths that these professionals can take. However, despite being a desirable path for more than two decades only a few have found the way and made it to the other side. Most are still on the journey and are having a hard time making it.

This is why we have founded Business Partnering Institute and why I have made it my mission to help these millions of people find their way. In my role as Chief Commercial Officer, I'm responsible for creating awareness around what business partnering is and how you become good at it. In doing that I'm making the connection between companies and individuals who are looking for guidance and how BPI can help them.

As a former business partner myself, I have been on the journey and know all about the struggles that others are facing. That's why I and the team at BPI are ideally suited for helping finance teams across the world elevate their influence in the company through business partnering. We can help you too. Just send a message and let's get the conversation started.

Partner | Chief Commercial Officer (CCO)

We've founded the Business Partnering Institute because we want to crack the code on Business Partnering and unlock the value potential hidden in finance functions around the world. By helping them adopt a business partner mindset they'll instantly move closer to the business and start Creating Value Together.

At BPI we want to be the catalyst for change in Finance and help individuals and organisations to change in a digital world where the finance function of tomorrow looks very different from that of yesterday!

We focus on three core areas being Training & Advisory, The Business Partnering Round Table and an online Business Partnering Community. You can read more about each of the three areas at www.businesspartneringinstitute.org.

At the Business Partnering Institute my main focus is to grow the online community and in particular, the Finance Business Partner Forum which is the largest online Business Partnering Community in the world with close to 5,000 members. You can join the forum here https://www.linkedin.com/groups/8475765. In the forum thought leaders will share relevant content and new articles about Business Partnering and the changes happening all around the finance function. Everyone can join in the discussion and ask questions directly to the leadning thinkers in Business Partnering. What are you waiting for? Join today!

Co-Founder

Here's the most comprehensive piece ever written on how to become a successful finance business partner and how to implement the concept in your company. Moreover, we describe how being a finance business partner is just as much a mindset for the whole finance function as it is a specific role.

In essence, it's about knowing your business and how to create partnerships with your stakeholders/internal customers by always having the customer's needs left, front and center of everything you do.

Finance is not here to do Finance but to support the business create value or even create value on its own. Without value creation, neither you, your finance function nor your company will go anywhere.

You can buy the book here www.financebusinesspartner.dk [Currently only available in Danish).

Co Author of the book "Create Value as a Finance Business Partner"

Imagine you could work with something that you're immensely passionate about and fulfill your purpose. What would that be? To me, it's helping finance professionals across the world becoming better business partners. That's exactly what I can do at the Business Partnering Institute which I was part of founding in April 2018. 

Through learning and development programs we train finance professionals in the skills that are needed to succeed with business partnering. We also advise senior leaders in Finance to help them better understand how strong their teams are at business partnering. Lastly, we cover immediate needs through interim business partnering when you've received a critical resignation.

What's my role in all of this? As a partner, I deliver our services and am in charge of our research and networks service line where we release business partnering best practices every day. As a COO I make the company run from strategy to execution and drive us to achieve our goals. It's also my job to take the company from a start-up to a scale-up. As a CMO I do marketing when it comes to our point of view on business partnering as well as our product offering.

Our ultimate goal is to crack the code on successful business partnering and start creating some value together with you! If you want to join the journey and improve on business partnering then don't hesitate to reach out!

Partner | Chief Operating Officer (COO) | Chief Marketing Officer (CMO)

As the CMO of the Business Partnering Institute, I'm in charge of all online marketing activities aiming at increasing brand awareness and placing the institute as the go-to company for training and advisory on business partnering. This includes lead generation and talking about business partnering with individuals and companies all around the world.
I'm also responsible for creating and publishing content that showcases the latest developments within business partnering and case studies of how individual companies are doing it.
Reach out to me if you'd like to learn more about our approach to business partnering and how we could potentially help you and your company.

Chief Marketing Officer (CMO)

LinkedIn

As a LinkedIn Learning instructor I create finance and accounting related content to the LinkedIn Learning platform. The content is routed in the thought leadership that we publish at Business Partnering Institute.

The first course is titled "Driving Business Impact for Finance Professionals".

LinkedIn Learning Instructor

LinkedIn is the world's largest networking site for business professionals. Since 2014, they have opened up their platform for the members to write content which they can share with other members.

I write about how the finance function is changing and what you as a finance professional or company can do to keep up with the changes. In addition, I write about personal branding, disruption, networking, leadership and other areas where I think I can add some insights.

I'm not a specialist, but I share my opinions and discuss them with other LinkedIn members.

Blogger

Linkedist

LinkedIn is the best marketing channel you haven't heard of yet! Most see it as a resume platform however there's a thriving content community on the platform and professionals go there for the latest news within their field. From companies to individuals this is a cannot miss opportunity to improve your employer or personal brand. Linkedist is your go-to company in the Nordics and Baltics for help unlocking this potential.

As advisory board member at Linkedist I help shape the strategy for the future and make real choices about where to play and how to win as a company. I use my experience from my own start-up and other advisory board roles to help the Linkedist team make the right choices. That and I get to further pursue my passion for how to best use LinkedIn as a platform!

Advisory Board Member

Profitability Analytics Center of Excellence

The Profitability Analytics Center of Excellence (PACE) is a non-profit community of professionals dedicated to helping organizations make better, more informed decisions through the use of data analytics employing integrated, causal models.  Focusing exclusively on how to enable better managerial decision-making within organizations through the use of such models, PACE is the go-to source for people looking for independent and impartial (vendor and methodology neutral) information in this area.

Board Member

Born Capital

The tides of change are flowing into the finance function which sends the function into the age of 4.0. We say it is "Enabled by tech - Driven by people". 

At Born Capital, we focus on tech enablement and are looking for early-stage startups in what we call #CFOTech that will enable the finance function to become a profit driver. We have a keen interest in FP&A and Business Finance as this is where we see the biggest improvement potential.

Actually, CFOs themselves know this as 71% of them are not happy with the performance of their FP&A team despite significant investments made in the past decade. We will help the office of the CFO get the right tech and tools to step up to the plate and deliver on the expectations of the CEO and other CXOs.

Feel free to reach out if you would like to know more about how we can help your start-up to the next level...

A.P. Moller - Maersk

8 months into my new senior finance business partner role I got an added scope. Now It's my job to drive value creation as a trusted partner for the trades from Asia to/from Middle East and Europe as well as Middle East to/from Europe. This scope makes up roughly 30% of Maersk's Ocean Business and a massive opportunity to create value!

My approach to business partnering is simple. 

Step 1: Go learn about how the business is doing. 
Step 2: Pair your newly acquired business understanding with your understanding of the numbers and present your view on the business. 
Step 3: Make recommendations for how to improve performance. 
Step 4: Follow-up on if the decisions made to improve performance yielded the expected results.

From here you repeat steps 3 and 4 and elevate your impact from an operational level, to tactical, and to a strategic level. This is my mission with my added scope as it was since I started my new role. Meet or beat targets and get a positive NPS score from my stakeholders. That's really all that counts!

Senior Finance Business Partner, EMEA (Europe & Middle East)

Business partnering is simple to understand but hard to do successfully. That's why I've decided to once again be a finance business partner at Maersk. I want to crack the code on successful business partnering and I hope that you want to help me! We need to collaborate on solving this challenge and it starts now. Connect with or follow me and let us create value together!

At Maersk, I'm a business partner to our largest product being the trade lane between Asia and Europe. I challenge the strategic direction setting and ensure we make the right choices about Where to Play and How to Win. It's my responsibility to answer the question "Are we Winning?". If we're not winning then I collaborate with my stakeholders to come up with actions that can improve performance. If we're winning I challenge them to deliver even better performance.

I measure myself on two success criteria: 1) are we achieving or overachieving on our targets and 2) do my stakeholders think that I made a positive contribution to that end. Nothing else matters.

Senior Finance Business Partner; Europe Trade Cluster

What would you do if someone offered you the opportunity to create a World-Class finance function? I decided to say "Challenge Accepted!" when offered this opportunity back in the Spring of 2017. With a purpose of helping the finance function become more involved with the business and drive value creation this role was ideally suited for me!

Now I work with providing strategic advice to our senior finance leaders in terms of how to develop our finance function at Maersk. I also help them execute on their strategic plans through overall program management and specific project support where needed.

I collaborate with The Hackett Group on understanding where we need to further develop the function and with top-tier consulting companies on some of our large-scale initiatives. One such initiative which I am particularly proud to have been part of is our Business Finance College. Probably the largest training program of its kind ever globally, we took 500 Finance Business Partners and leaders through a tailormade training program designed to make them better business partners and better leaders. We are aiming for a complete culture and mindset change with a winning aspiration to Drive Value Creation as a Trusted Partner.

We're not World-Class yet but we're not far off so watch out for the big fanfare when we reach this milestone!

Head of Global Finance PMO

Maersk Line is the world's largest container shipping company and operates a vast logistics network covering almost all countries in the world. Whether you need transportation from door to door, port to port or any other connection Maersk Line will get the job done for you.

I work as a Senior Finance Business Partner in the Europe Region where I help shape the finance function of the future in a global finance transformation project. We're moving almost all finance staff from the frontline to global service centers. Teams that only a handful of years ago consisted of several hundred people are now down to pure business finance teams supporting the front line. Consequently, the global service centers take end-to-end responsibility for processes and tasks and can make significant improvements the former teams could only dream about.

I work with defining what good finance business partnering looks like and how the remaining teams can accelerate their value adding activities. I help them implement the strategic direction set by top management and through performance management ensure that we reach Maersk Line's strategic goals.

In addition, I have been the project manager on a cost saving project where we several years running have saved upwards to USD 100M. I set the direction for the region and facilitate knowledge sharing sessions where operations managers come together to discuss how to come up with new savings ideas.

You should also read some of my articles on finance business partnering and how you can transform your finance function below.

Senior Finance Business Partner

Freelance writer at D!gitalist Magazine where I write about digital finance, finance transformation and the future of finance. 

Have a good story you want to publish? Reach out and let’s work on it together!

Freelance Writer

CFO innovation Asia

Contributing with articles about current developments in the finance function and in particular around how Finance can help the business add value.

Techstory.in

Jobindex A/S

Jobindex is the leading job site in Denmark where companies post their positions and enlist Jobindex to encourage candidates who have an active CV to apply for the positions.

I help people who are looking for a job refine their resume and cover letter and prepare pitches for interviews and have so far helped more than 10 candidates whereof several of them have found interesting jobs after receiving my guidance. My offer of assistance isn't limited to Jobindex as I generally try and help all job seekers out there getting closer to their dream job.

I have been recognized by https://www.topresume.com/ for having a resume ranking in top 4% of all resumes and I want to use that expertise to help you write a stellar resume too!

You can read some of my advice in below articles.

Job Search Coach

Leading advisor to senior Finance and FP&A leaders on how to succeed with business partnering

Tired of finance being stuck in reporting mode? Wondering how to make your finance team truly influence the business? Need to upgrade your planning, reporting, or business partnering model? You’re not alone, and we’re here to help.

📞 Let’s talk: anders@bpidk.org | +45 2926 6410

Who Am I?

I’m Anders Liu-Lindberg, Partner and CCO at Business Partnering Institute. I work with senior finance and FP&A leaders across Europe to elevate the role of finance. This means greater impact, stronger business partnerships, and more informed decisions through modern planning and reporting practices.

Formerly with Maersk, I’ve spent the last 10+ years bridging the gap between finance and business as a speaker, advisor, content creator, and interim leader. Whether it’s defining a new operating model, redesigning reporting, or leading from within, I bring both vision and execution to the table.

What We Do at Business Partnering Institute

We help companies build finance teams that matter, both inside and outside the room, at the table, and in the decisions. We’re hands-on, shoulder-to-shoulder, and always focused on real business outcomes.

Interim Finance Leadership
Step-in support for critical roles like VP Finance, Business Partner, or Controller, fast onboarding, and full ownership.

Consulting Projects
From planning & forecasting to reporting frameworks and service delivery models, we design, implement, and embed.

Learning & Upskilling
Tailored learning journeys that transform business partners into trusted advisors covering people, business, and leadership skills.

Why Reach Out?

Whether you're gearing up for the next budget cycle, scaling your finance team, or rethinking the role of business partnering, I’d love to hear where you’re headed.

We work across industries and company sizes, always tailoring our approach to your unique context. And we’re proud to see our clients succeed long after we’ve stepped away.

Let’s grab a coffee or set up a call. No pitch. Just a good conversation about finance with more impact.

📞 +45 2926 6410
✉️ anders@bpidk.org

Free Accounting 101 Course.
The best place to start learning accounting!
Start your self-study today...

Download all links on a page here: https://lnkd.in/eyUaDTQ8

Please find all the lessons below 👇

This is a self-study course filled with practical learnings from the frontline of real finance and accounting professionals.

3 Modules and 21 Lessons.

Here we go…


𝗔𝗖𝗖𝗢𝗨𝗡𝗧𝗜𝗡𝗚 𝗙𝗨𝗡𝗗𝗔𝗠𝗘𝗡𝗧𝗔𝗟𝗦

1. Chart of accounts - https://bit.ly/3MnlEx5

2. Debit and credit - https://bit.ly/3GsI4cp

3. Cash vs. Accrual accounting - https://bit.ly/3ZLy70p

4. Accounting principles - https://bit.ly/3zF1Mh9

5. Accounting cheat sheet - https://bit.ly/3ZDapUg
 
6. A guide to finance and accounting - https://bit.ly/3zrgAA9

7. Accounting on a one-pager - https://bit.ly/3LOhgp5


𝗔𝗖𝗖𝗢𝗨𝗡𝗧𝗜𝗡𝗚 𝗘𝗡𝗧𝗥𝗜𝗘𝗦

8. Revenue types - https://bit.ly/40OkmiN

9. COGS vs. OPEX - https://bit.ly/43dsT0v

10. CAPEX vs. OPEX - https://bit.ly/3ZRhYXe

11. Other income and expenses - https://bit.ly/3V5aHCo

12. Asset types - https://bit.ly/3ZV90Zc
 
13. Owner’s equity - https://bit.ly/3LvjgC9

14. Liability types - https://bit.ly/3mjXWas

15. Common journal entries - https://bit.ly/3Vq5fug


𝗙𝗜𝗡𝗔𝗡𝗖𝗜𝗔𝗟 𝗦𝗧𝗔𝗧𝗘𝗠𝗘𝗡𝗧𝗦

16. Financial statements 101 - https://bit.ly/3KJsPP0

17. Financial statements in 2 min - https://bit.ly/40OQOll

18. The accounting equation - https://bit.ly/3pab3vC

19. The income statement - https://bit.ly/3m0wLRL

20. The balance sheet - https://bit.ly/3KHym8z

21. The cash flow statement - https://bit.ly/40rBaw1


How did you learn Accounting 101?

I only learned it when I became a finance manager and had to approve journal entries...

This free course will teach you long before!

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🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
🔔 To see more content, hit the bell on my profile
📘 Order our new book now: https://bit.ly/4h2P9AA
🧑‍🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l
📻 #FinanceMaster podcast: https://bit.ly/3NLSt73
📺 Follow us on YouTube: https://bit.ly/4bSBut6
📢 Join our WhatsApp channel: https://bit.ly/3WWGOrc
📄 Check out all our templates and cheat sheets here: https://lnkd.in/eC_zuCU4

Leading advisor to senior Finance and FP&A leaders on creating impact through business partnering | Interim | VP Finance | Business Finance

Most financial analysis fails for a simple reason: people jump to ratios before they understand the business.

Financial analysis is not a spreadsheet exercise. It’s a decision-making discipline.

Here are 13 steps I’ve found helpful to keep analysis practical, structured, and connected to what matters:

	1.	Get the financial statements
	2.	Build business understanding
	3.	Clean and organize the data
	4.	Calculate the right ratios
	5.	Analyze trends over time
	6.	Benchmark against peers
	7.	Assess profitability drivers
	8.	Evaluate liquidity position
	9.	Review cash flow and free cash flow
	10.	Recommend actions
	11.	Write a clear report
	12.	Present the story behind the numbers
	13.	Update regularly

A few observations from working with CFOs and finance teams:

Step 2 is usually the biggest differentiator. If you don’t understand the business model and value drivers, the numbers will mislead you.

Step 10 is where many analyses stop too early. Insight without action is just commentary.

Step 13 is underrated. Analysis isn’t a one-off. It’s a feedback loop.

If you want better financial analysis, focus less on technical complexity and more on structure, clarity, and decisions.

Which step do you see finance teams skipping most often?

No alternative text description for this image

𝗠𝗰𝗞𝗶𝗻𝘀𝗲𝘆 𝗱𝗿𝗼𝗽𝗽𝗲𝗱 𝗮 𝗯𝗼𝗺𝗯𝘀𝗵𝗲𝗹𝗹: Demand for soft skills in finance up 7.3%. Hard skills? Up just 1.3%.

Ten years ago, I was that finance professional hiding behind emails.

Skipping meetings.
Avoiding phone calls.
Making excuses not to develop business relationships.

I thought technical expertise was my shield. Excel mastery was my identity.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

McKinsey analyzed 80 job databases. The data is brutal.

Between 2018 and 2022:
• Communication, coaching, teamwork skills: Up 7.3%
• Accounting, tax, treasury expertise: Up 1.3%

AI is coming for our spreadsheets. Not our ability to influence.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵 𝗮𝗯𝗼𝘂𝘁 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝘀𝗸𝗶𝗹𝗹𝘀:

ChatGPT can write variance reports. It can't lead a difficult conversation.

AI can forecast cash flows. It can't build trust with a skeptical board.

Machines can automate journal entries. They can't navigate office politics.

Finance professionals hiding behind their screens? They're becoming obsolete.

𝗕𝘂𝘁 𝗵𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝗲𝘅𝗰𝗶𝘁𝗲𝘀 𝗺𝗲:

It took me ten years to develop soft skills that actually matter.

Ten years of building relationships I'd rather avoid.
Ten years of forcing myself to speak up in meetings.
Ten years of picking up the phone instead of sending emails.

Those ten years transformed my career from a bean counter to a business partner.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲? 𝗦𝘁𝗼𝗽 𝗺𝗮𝗸𝗶𝗻𝗴 𝗲𝘅𝗰𝘂𝘀𝗲𝘀:

𝟭. 𝗣𝗶𝗰𝗸 𝘂𝗽 𝘁𝗵𝗲 𝗽𝗵𝗼𝗻𝗲
That complex email you're drafting? Make it a five-minute call.

𝟮. 𝗦𝗽𝗲𝗮𝗸 𝘂𝗽 𝗶𝗻 𝗺𝗲𝗲𝘁𝗶𝗻𝗴𝘀
Your technical insights mean nothing if nobody hears them.

𝟯. 𝗕𝘂𝗶𝗹𝗱 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 𝗯𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝗻𝗲𝗲𝗱 𝘁𝗵𝗲𝗺
That coffee with operations? It's not optional anymore.

Because here's what separates finance professionals who'll thrive from those who'll be automated:

They don't just analyze data.
They translate insights into action.
They don't just report numbers.
They influence decisions.

McKinsey's report confirms what I learned the hard way: Technical skills get you hired. Soft skills get you promoted.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: Still making excuses for not developing your soft skills?

P.S. That AI tool you're worried will replace you? It can't do what humans do best: connect, influence, and lead. But only if you develop those skills.

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The Battle

Soufyan Hamid

Anders Liu-Lindberg

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Performance ScoreSoufyan Hamid's LinkedIn Performance

Performance ScoreAnders Liu-Lindberg's LinkedIn Performance

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taplio

The Battle

Soufyan Hamid

Anders Liu-Lindberg

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Soufyan Hamid's LinkedIn Performance

Performance ScoreAnders Liu-Lindberg's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreSoufyan Hamid's LinkedIn Performance